EBV’s success is based on the fundamental company philosophy that still applies today: optimized processes, flexibility, and reliability – to achieve maximum customer satisfaction. Based on experience from the last crisis and the subsequent upswing, EBV recognized the need to improve the controllability and scalability of processes within the company. A continuous improvement process should allow ongoing optimization and adaptation to changing market conditions. The degree of automation should be increased, which requires transparency regarding the processes to be supported and clear requirement management.
AVnet Operational Excellence Initiative
To achieve these goals, a comprehensive process management project was set up as part of the AVnet Operational Excellence initiative. Within the project, the actual processes were analyzed and documented to identify starting points for improvements. Nevertheless, the validity of the results from an analysis of the current situation carried out as part of the project was called into question due to the prevailing heterogeneity between individual divisions and branches. The aim was to give the project a new direction and new impetus using a clear target image. EBV approached BPM&O with this task.
Installation of an organization for operational excellence
To create new momentum for the project, the focus of the project was shifted from recording the existing processes to developing a new target process landscape. Together with participants from all units and locations, the future core processes were developed in a series of workshops lasting several days. This provided a clear target image for all subsequent activities as a basis for deriving further steps, which was supported by those involved.
The project team derived specific measures from the developed target processes that were necessary for the implementation of the respective target process. This gave the organization a clear perspective for implementation. Requirements for the introduction and further development of the necessary IT tools, the roles, and their owners could be derived. The measures were organized into projects.
A continuously updated roadmap created transparency regarding the chronological sequence. EBV-specific tools and methods for operational process management were developed and trained based on the BPM&O methodology for operational process management. This means that EBV not only has the target processes in terms of content but also the tools to manage them. These components were supplemented by methods of organizational development and change management.
In addition, roles and committees were developed for the installation of an organization for operational excellence.
Our added value for EBV
The support provided by BPM&O included services such as the development of a customized project approach with the core team and project management as well as the design and moderation of workshops on target process development. Training courses were held on process management methods and the topics of organizational development and change management to ensure that everyone involved had the same level of knowledge. In the next step, EBV-specific methods, roles, and committees were developed for the process-oriented organization, i.e., operational excellence. The various project participants were coached by the BPM&O consultants and constantly supported during the implementation of the various projects.
At the end of the project, responsibility for operational excellence was handed over to a permanent organizational unit. Various implementation projects for the introduction of the target processes are on track.
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